INTERNSHIP REPORT ON

Assessment of Customer Service of The City Bank Ltd.; A

Study on Retail Banking Customer Service Department of The
City Bank Ltd.

Submitted to
Sreyoshi Ahmed
Lecturer
BRAC Business School

Submitted by
Jamilatune Naher
ID -11164008
MBA PROGRAM
BRAC UNIVERSITY

Date of submission September 17,2014

 Letter of Transmittal

September 17, 2014

Sreyoshi Ahmed
Lecturer
BRAC University
Mohakhali, Dhaka

Subject: Submission of Internship Report

Dear Madam

With due respect, I am submitting here my internship report on “Assessment of Customer

Service of The City Bank Ltd.; A study on Retail Banking Customer Service Department of
The City Bank Ltd.”. I have completed my internship attachment period with The City Bank
Ltd. It is the requirement of MBA program of BRAC University . In spite of a number of
limitations I have exerted my best effort to prepare this report and to make it a vivid &
comprehensive one for accomplishing my academic requirement as well as the need of the
organization.

In preparing this report, I have complied with the instructions of my organization supervisor
while at the same time tried to follow the guidelines given. I have also tried to apply relevant
concepts learnt from MBA program. I will be glad to clarify any discrepancy that may arise.

Thank you very much for your cooperation.

Cordially,

Jamilatun Naher
11164008
 Table of Contents

Sl. Name of the Title Page No.

TITLE OF THE REPORT 1

Chapter 1 INTRODUCTION 2-8

1.1 Introduction 2
1.2 Rationale of the study 2
1.3 Background of CBL 2
1.4 Objective of the study 7

Chapter 2 ACTIVITIES UNDERTAKEN 8-13

2.1 Affiliation Activities 8

CONSTRAINTS/ CHALLENGES AND PROPOSED

Chapter 3
COURSE OF ACTION FOR IMPROVEMENT 14-20
3.1 Personal Observations 14-20
3.1.1 Citytouch and Customer Service Department of CBL Together 14
3.1.2 Branch Banking and Customer Service Department 14
3.1.3 Different Departments & Customer Service Department 15
3.1.4 Advertising of Retail Banking Customer Service Department 15
3.1.5 Retail Banking Activities of CBL 15
3.1.6 SWOT analysis on CBL (Customer Service Department
18
Perspective)
3.1.7 Concurrent Challenges of Retail Banking Activities 19
3.1.8 Challenges for Customer service Department and Citytouch 19
3.2 Academic preparation 20

Chapter 4
Ratio analysis of The City bank ltd 21-24
LESSONS LEARNED FROM THE INTERNSHIP
Chapter 5 PROGRAM 25-26
5.1 Lessons learned From the Internship Program 25

Chapter 6 CONCLUDING STATEMENT 27-28

6.0 Conclusion 27
6.1 Recommendation 28

SUGGESTIONS FOR IMPROVEMENT OR

Chapter 7
COURSE OF ACTION 29-30
Some specific ideas to Management of CBL to face the Concurrent
7.1 challenges 29
References 31
 List of Tables

28
Table No. Name of the Title Page No.
01 Corporate Information of CBL 4
02 Products and Services of CBL Retail Banking 16
03 Ratio analysis table 21-24
1.1 INTRODUCTION
Banking sector is the driving force for an economic growth of a country. Every commercial bank acts
as financial intermediary whose main aim is to earn profit through borrowing and lending funds in the
profitable sectors and they also issue different types of credit instruments. Therefore the banking
system occupies an important place and plays significant role in a nation’s economy building.

Most of the people in Bangladesh belong to less and middle income group and these people doing
their business activities through the help of retail banking. Retail banking also assist the small
entrepreneur those who doing their business in sole proprietorship and partnership nature.
Subsequently, many banks of Bangladesh today place more emphasis on alternative delivery channels
like Call center services, ATM facility, Internet banking, e-banking and so on for establishing retail
banking.

1.2 RATIONALE OF THE STUDY

I am currently working as a “Team Leader, Customer Service Department - Retail Banking”.
I have been working there for almost one and half year. I had a chance to learn about retail banking
and how it helps a bank to grow by providing superior customer service. This report will describe
CBL’s overall retail banking customer service department activity and its importance for inside and
outside the organization. It will provide knowledge about retail banking customer service department,
costs, benefits and the necessities of it to bank and to its customers. Subsequently, working on this
topic will help me in my professional career. Since, I have a very clear intention to work for bank.

1.3 BACKGROUND OF CITY BANK LTD

A. Historical Background of CBL
The City Bank Limited is the one of the first private sector Bank in Bangladesh. The Bank has been
operating since 1983 with an authorized capital of Tk. 1.75 Billion under the entrepreneurship of
twelve prominent & leading businessman of the country. The noble intention behind starting this
Bank was to bring about qualitative changes in the sphere of Banking and Financial management.
Today City Bank serves its customers at home & abroad with 117 branches spread over the country &
about three hundred oversea correspondences covering all the major cities and business center of the
world.

The services encompass wide diversified areas of trade, commerce & industry which tailored to the
specific needs of the customers and are distinguished by an exceptional level of prompt and personal

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attention. Over the years the Bank has expanded the spectrums of Its Services. The extensive and ever
growing domestic network provides and carries various products and services to the doorsteps of
millions.
The City Bank has already introduced some new Banking products like duel currency Credit Cards,
ATM and Online services which has created attraction among the clients. The Bank is going to
introduce real time Internet, SMS and Phone Banking systems with all modern delivery channels at an
early date.

For significant performance, The Bank has earned national & international recognition. The City
Bank Limited was one of the 12 Banks Of Bangladesh among the 500 Banks in Asia for its asset,
deposit & profit as evaluated by "ASIA WEEK" In The Year 2000. Other than that, City Bank
received the "Top Ten Company" award from the Prime Minister of the People's Republic Of
Bangladesh.

The bank has distinguished Board of Directors which consists of thirteen successful and reputed
businessmen. Mr. Aziz Al-Kaiser, a top leading businessman, industrialist, pioneer personality &
entrepreneur of private sector's Bank in Bangladesh, is the Chairman of the Bank.

Mr. Sohail R.K. Hossain a dynamic, nationally & internationally reputed Banker is the Managing
Director & CEO of the Bank.

B. Corporate Information

Date of Incorporation March 14, 1983

Formal Inauguration March 27, 1983

Number of Branches 117

Total manpower 3249

Number of Shareholders 8294

Authorized Capital TK. 1,750,000,000

Paid up Capital TK. 1,080,000,000

Reserve TK. 1,450,903,960

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 Total Assets TK. 47,445,751,884

Auditors Howladar Yunus & Co.

Tax Consultants K.M Hasan & Co.

Chartered Accountants

Table: 01: Corporate Information of CBL

C. Vision of CBL
“To be the leading bank in the country with best practices and highest social commitment”

D. The mission of CBL

Mission of The City Bank Ltd. is as follows:

 To contribute to the socio economic development of the country.

 To attain highest level of customer satisfaction through extension of services by dedicated
and motivated team of professionals.
 To maintain continuous growth of market share ensuring its steady growth.
 To maximize bank’s profits by ensuring its steady growth.
 To maintain the high moral and ethical standards.
 To ensure participative management system and empowerment of human resources.

E. Strategies of CBL

CBL believes in the practice of Market-Oriented Strategic Planning, developing and maintaining a
viable fit between the organization’s objectives, skills and resources. The aim of such approach is to
shape and reshape the bank’s businesses and services so that they yield target profits and growth. The
strategic planning of CBL consists of two organizational levels, which are

Location Based Strategy

Business Level Strategy

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 F. Location Based Strategies

Since the growth and profits of banking business largely depend upon the locations of branches where
large concentration of other businesses and industries are involved, CBL Main Strength is its location
based strategy. The 83 branches of CBL are divided into five different regions, which are:

1. Dhaka Division, comprising 30 branches.

2. Chittagong Division, comprising 16 branches.
3. Camilla Division, comprising 7 branches.
4. Sylhet Division, comprising 10 branches
5. Bogra Division, comprising 20 branches

The concentration of businesses and lifestyles of the people are not the same in these five areas. So,
the strategies of the five areas differ from one another; but they are designed with distinctive local
touch. Head office constantly monitors the progresses of all the five areas. The bank is not interested
in launching more branches. Currently CBL is focusing in strengthening the existing branches.

G. Business Level Strategies

The business strategy of the Bank is to strengthen its retail business, following a conservative lending
approach. But the Bank’s major portion of the profit generates from its Retail banking and SME
Banking.

H. Action Programs of CBL Retail Banking

The City Bank Ltd. recently has started its journey in Retail Banking. More than 700 staffs have been
trained so far on the vital concepts of service excellence and sales. In the product side ATM fleet has
been launched, Debit card and credit has been issued, SMS Banking has been offered, 3 new deposit
products have been introduced, manifold in the endeavor to build a Retail Banking brand namely
“City Retail Happiness Counts”.

I. CBL Management
Consists of 13 members including Mr. Rubel Aziz as the Chairman.

Executives Committee
Audit Committee
Management Committee

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Credit Committee
Asset Liability Management Committee
Administrative & Disciplinary Committee
Procurement and Purchase
Technical and Audit Committee

G. Functions of the Bank

The bank performing following functions:

o Borrow money from different institutions and individual.

o Lending with or without security for local and international trade.
o Carrying out functions of foreign trade and foreign exchange business including opening L/C,
issuance of T/C, credit card, promissory note, approved securities etc.
o Buying and selling foreign currencies.
o Participates in the capital market as stock-broker and as a portfolio investor.
o Reliable safe custody of valuables.
o Providing excellent remittance facilities.
o Provides withdrawal facilities of deposits.

H. Departments of CBL
 Human resources Department
 Finance Department
 Audit & Inspection Department
 Marketing Department
 Retail Banking & Consumer Banking Division
 Corporate Banking Division
 Treasury Division
 Trade Service & Correspondents Banking Division
 Loans and advance Division
 SME Banking Division
 Card Division
 Information & Technology Division.

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1.4 OBJECTIVES OF THE STUDY
• General Objective: The broad objective of preparing this report is to fulfill the requirement
for the completion of MBA intership program through gaining experience and practical use of
theoritical knowledge. This study will be conducted to analyse overall retail banking customer service
departemnt activities and its efficiency level. As well as it’s pros and corns.

• Specific Objectives: Specifically the study aims to-

• Explain the emergence of segregated retail banking customer service department.

• Identify CBL’s different customer oriented tools

• Identify importance of retail banking customer service department.

• Describe the process of handling customer queries and and providing solutions.

• Analyse CBL retail banking customer service department performance

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2.1 AFFILIATION ACTIVITIES
The activities that I have done throughout my internship tenure is listed and described below-

A. Working with Citytouch Team

In my internship tenure I was lucky to get chance to know about the process of Citytouch service
which is the current internet banking service of CBL. I have worked with Citytouch team as it is
managed by Retail Banking Customer Service Department. Here, I have undergone different
subsection of Citytouch Service Delivery Process as-

 Worked for screening Citytouch form to segregate properly filled up form and error form
which was send from branch
 Forwarding the form to further department, sending the form to branch or correcting the
information or system information up gradation which one applicable
 Calling customer to verify the information which was written in the form
 Activation of customers Citytouch service through Omni system
 After activating Citytouch sometime I was given authority to authorize the Citytouch service
by checking properly.
 Afterward I often send the user id, login password, transaction Password to customer’s system
e-mail address.

B. Citytouch Back-Office Function:

For some period I had to work with Citytouch back office department where Citytouch service
management is done-

 Compiling Citytouch Issues: Compiling Citytouch complains, dispute issue, service request
on daily basis.
 Contacting Vendor: After compiling the Citytouch issue, issues is forwarded to SSL Wireless
(Vendor of Citytouch).
 Receiving Reply from Vendors End: Vendor then send the reply regarding the issue.
 Reversal or Contacting Customer: On the basis of SSL wireless update customer a/c is
credited. But if customer’s statement proven to be fake then customer is contacted and shared
the actual information.

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 C. Team Management
Currently, I am responsible for managing a group of 8 Customer service executives. My team name is
“Invincible”. As a team leader I often undertake following activities-

 Team Performance Evaluation: I evaluate my team performance periodically with the help of
KPI
 Team Performance Management: In the evaluation phase, if any improvisation area found
then I try to imply that to my teammates.
 Arranging Team Meeting: I periodically conduct team meetings and sessions as per the
requirement.
 Maintaining Team Attendance: I am responsible for maintaining team attendance and
reporting it to management periodically. I also manage the leave request of team members as
per the manpower availability.
 Motivating Team Members: I always try to motivate them by being with them. I try to give
them feedback about their performance and improvement areas.

D. Information Update in CCVR

If there any changes occur in the banking system, banking product, charges, policy, I often updated
that in CCVR system accordingly.

E. Handling Customer Queries

I received different customer queries over the phone regarding banking products and services. I tried
to serve his queries in a professional manner and provide solution in an appropriate manner.

F. Providing Feedback
If any CCE remains unable to meet up customer queries then he sends an e-mail regarding the issue.
As a team leader I have to provide a feedback to customer within a quick response time with proper
solution. To do that, I sometime contacted different departments or individuals to get the proper
solution.

G. Customer’s Issue Forwarding

All the accumulated complains as well as queries is compiled on day basis and forwarded to concern
department through e-mail.

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 H. Complain Cell Management
There is a complain cell, where different customer issues and complaints is raised through e-mail. I
need to check incoming e-mails regularly and take appropriate action accordingly.

I. Complain Management (Over the phone)

Over the phone, some customer issues complain against banking service or system. In these cases, I
forward complain to the concern department for appropriate action.

J. Data Entry
Sometime I have to maintain a profound datasheet for no of queries and service provided in a specific
category upon the instruction of management for any development related decision making.

K. Administrative Works
There was some administrative works for the department like bill preparing and maintaining
transportation log, maintaining liaison with vendors. Maintaining and recording customer service
department’s supporting documents were very important job for me. Responsibility of managing
supporting staffs was undertaken sometimes.

L. Troubleshooting Hardware and Application

Troubleshooting faulty hardware and application loopholes is another mandatory task of mine as a
team leader. In addition, I am also responsible for looking after executives any software related
problems. Often I had to communicate with IT department in these regard.

M. Internal Relationship Management

Internals are the employees and colleagues. Maintaining good relationship with peers and boss is an
important task. Because most of the time I spend with them in office and without their help it’s
impossible to work. Team work is very important for me. Therefore, I always tried to be in the team
and act within the team which is one of the most important values of life.

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 N. Customer Relationship Management
As a service oriented company, the utmost importance is to maintain a satisfactory relationship with
customers. If they are happy, the business will go on. If they are pleased customer loyalty can be
achieved. Maintaining a satisfactory relationship is not that easy. It’s one of the toughest jobs in the
world. Basically as a Team Leader of customer service department I had to maintain a relationship
with customer like Sales so that the periodical target can be achieved. Customer relationship is
managed through continues support as well as serving his needs and wants. Gift items, presenting
souvenir different promotional activities were there to sweeten the interrelationship. Addressing all
inbound queries on retail banking queries where further investigation and analysis is required was one
of my prime activities on my internship tenure.

O. Trend Analysis and Report

I had to analyze the trend of our customer queries periodically. It helped me to know customer
pattern, grow span of work and meet targets. Daily and periodical report preparation on other activates
have been prepared to present to the management.

P. Service Enhancements Projects

Ensure adherence to e-banking policies and procedures in the execution of all e-banking related work.
Drive overall e-banking projects in alignment with agreed regional e-banking objectives, targets and
deployment timeliness.

Q. Database Management
Maintain database on users of e-tools i.e. the software for CBL’s client use purpose for sharing with
the team members. Monitoring and reporting customer’s database and conduct ad hoc data analysis
and reporting.

R. Phone Call Management

As a customer service department intern I had to receive lots of phone calls from customers as well as
internal people. I had to serve them as their necessity and had to take proper action if required.

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 S. Equipment Management
In my internship program, I was responsible for keeping track of inventory exchange process. The
internal movements of equipment of offices i.e. receiving PC, Official equipments and other office
equipment were done. Management of those was taken care of sometimes as well as.

T. Store Management

Like every other department in CBL’s customers department has its own store for its inventories. By
regular interval some of us had to go to that storehouse for organizing it and making up to date.

U. Maintenance of Different Files

Another responsibility of mine was to maintain the files carefully which contained different
important documents.

V. E-mail Management
In CBL, I have a separate e-mail address. Here, I receive e-mail from my department stakeholders as
well as from others people from inside and outside the organization. Therefore, I have to respond to
this e-mail as efficiently and quickly as possible.

W. Miscellaneous

Some other supplementary works are always there which is not in the job description like pick up
schedule management, software/ application maintenance, hardware assembling and distribute,
training logistic support etc.

 Training and performance management of the Customer Service Unit to ensure the
best in class Customer Service.
 Interpret statistical information relating to Customer Service and continuously
reviews and enhances procedures and processes to improve productivity.
 Ensure adequate cross-training across desks within Risk Management and ensure that
backups are available for each desk.

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 Work with banking software like Transware CMS, Transware FIMI Online, Card
Pro, Card Ware, Online Service Desk for Cards & i-banking, Lotus, Omni
Enterprise, CCMS, GPLEX, ITC, Ababil.

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3.1 PERSONAL OBSERVATIONS
I am working here for a very long time. I have worked on different issue with different departments.
Therefore, I have got some of the experiences regarding CBL activities, cultures, values, priorities,
improvement areas. In the following part of my report, I have tried to describe all my observation
regarding CBL-

3.1.1 Citytouch and Customer Service Department of CBL Together

After the innovation of Citytouch in CBL, customer service department got the responsibility to
manage the service and make the process popular among the customers. This department holds all the
responsibility to deal with the customers about Citytouch.

For a customer service executive it is not very easy to make a customer understand about Citytouch.
As it is very much time consuming process to make understand people. Specially, in Bangladesh
where many customers get confused when they know about this process. They think that Citytouch is
a hard process and transactions are not secured. This is the place where an executive or manager faces
challenges to offer Citytouch to the customers.

Executives are dealing directly with the customers to make understand customers about Citytouch and
maintain a good relationship. But most of the customers in our country don’t want to accept this
process as they don’t have much knowledge over computer and internet banking. And it is completely
a web-based process which works through a specialized software.

The bonding of these two departments is a must. They should aware of each other’s steps. Executives
should get product knowledge, and continuous training should be arranged. Evaluation after training
is a must.

3.1.2 Branch Banking and Customer Service Department

The city Bank Ltd. has almost 120 braches all over Bangladesh. In my internship tenure, I found lots
of complain against branch employees as well as branch services. Sometimes branch refer some issues
to the customer service department which could not be solved over the phone. For that, customer
remains ultimate sufferer. Thus, it is a malpractice and should be avoided to serve the customers
properly.

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3.1.3 Different Departments & Customer Service Department
Customer service department needs to contact different departments on a regular interval regarding
customer’s issue. But their response time is very high.

3.1.4 Advertising of Retail Banking Customer Service Department

CBL always pays high attention on advertising and branding. But RBCSD got very few promotional
activities after its launch. Though, it is very necessary to make the service familiar to the customers.

3.1.5 Retail Banking Activities of CBL

Globally one of the most remarkable success stories of last 50 years banking has been the
conceptualization and innovative execution of banking with individual customers, their friends, &
families. The industry has termed it as Retail Banking or Personal Banking or Consumer Banking and
it has now at a very rapid pace becoming the major revenue line for most of the top banks in the
world.

City Bank, too, recently has started its journey in Retail Banking. “City Retail-add a little city to
your life” is the new brand-mantra, the pay-off line for City Retail.

Aim of CBL is very clear. They want to become the most preferred bank to all individuals clientele of
the country, at least of the cities and towns where they operate. They want to provide their customers
the best in class services, innovative products and financial solution from smart outlets all with a big
smile that conveys and generates happiness all the way.

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Following are the products and services offered through Retail Banking.

Deposit Loan NRB NFB Card

 Current Account  City Drive  NRB  Student File  Debit Card-

 Savings Account  City Solution  Medical File Visa

 City Savings Delight  City Express  City Wallet Master

 City Onayash  City Double  I-banking American

Express
 City Shomriddhi  City Scholar  Locker Service

 City Projonmo

 City Icchapurun
 Credit Card-
 City Bunon
Visa
 City Digoon Prapti
American
 City Youth (School plan ,
Express
College Plan)

 Fixed Deposit

Table 02: Products and Services of CBL Retail Banking

The following basic things done through this department:

(i) Opening of account

(ii) Operations of Accounts
(iii) Transfer of account
(v) Closings of account

Sample Accounting Entries for FDR;

On issue of FDR

(i) Clients Account ---------------------------------------- Debit

Time Deposit- F.D.R.---------------------------------------------- Credit

On payment at maturity

(i) Time deposit-FDR --------------------------------------Debit

Clients Account -------------------------------------------------- Credit

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Monthly Accrual

(i) Interest Expense- F.D.R.-------------------------------Debit

Accrued interest Payable – FDR ------------------------------- --Credit

On maturity

(i) Accrued Interest payable- F.D.R. --------------------Debit

Clients Account. ---------------------------------------------------- Credit

(ii) Tellers each -------------------------------------------- Debit

Bearer Certificate of Deposit-------------------------------------- Credit

Other Asset- prepaid Interest – BCD-------------- Debit

Other liability- Interest payable –BCD ------------------------ Credit

Monthly Amortization.

(i) Interest Expense – BCD ----------------------------- Debit

Other Asset- Prepaid Interest – BCD.----------------------- Credit

On payment at maturity

(i) Other liability- Interest payable- BCD ------------ Debit

BCD ----------------------------------------------------Debit

Tellers cash------------------------------------------------------Credit.

Source: Account Opening Department, CBL, OPSD

Classification of customers

a) Individual (personal)

b) Proprietorship (Sole traders)

c) Partnership firms (Registered or Unregistered)

d) Joint stock Companies (Private Limited companies/Public ltd.)

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 f) Public Sector Corporations

g) Municipalities/Municipal Corporations /Local Bodies etc.

h) Clubs/Societies/Associations/Schools/Colleges/ Universities etc.

i) Executors/Administrators

j) Trustees

k) Illiterate persons

l) Constituted Attorney

m) Wage Earners

3.1.6 SWOT analysis on CBL (Customer Service Department Perspective)

Strengths
o Quick Service
o Reliable Service
o Strong & dedicated officers
o Different types of services according to customer’s demand
o Big no of service providing points
o Strong Management
o Service Priority
o Strong IT Support
o Accountability
o Large ATM network

Weaknesses:
o Lack of Product Knowledge
o Lack of Sincerity at Every Level
o Technological Difficulties
o Lack of commitment among the sales and service officers
o Time management
o High service charges
o Notification problems
o Lack of loyal customers
o No clear instruction for customer service providers
o Biasness during service providing
o Lack of training on products and services
o Limited manpower
o Lack of knowledge on software’s execution

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Opportunities:

o Can extend service in rural areas

o Internet Based Banking Service
o Offshore banking
o Global Banking
o Using large ATM network
o Use of advance technology for better service
o Can set new service quality for better service
o Can decentralize some of the services to branches
o Can deploy skilled service providers for every service points

Threats:

o No of competitors is very high

o Some other bank have better service packages
o Changing economical conditions
o Customers have so many choices in terms of investment
o Increasing no of banks and banking Services

3.1.7 Concurrent Challenges of Retail Banking Activities

Banking industry is facing significant challenges: increasing demand for real-time operations,
increasing volume of online channel transactions, increasing security & fraud challenges, increased
regulatory demand for better credit risk management, pressure for operational cost reduction, and
revenue generation are on top of the list of any retail bank. Some of the contingent challenges are as
follow:

 Online Security & Financial Frauds

 Strengthen Credit Risk Management
 Regulatory Compliance
 Operational Cost Reduction & Revenue Generation
 Improve Return on Investment

3.1.8 Challenges for Customer service Department and Citytouch

Introduction of Citytouch and segregated Retail Banking customer service department in Bangladesh
was very costly. It is a landmark for the banking industry which will help CBL to achieve superior
customer response. Many customers are not much aware about e-banking as they didn’t know much
about this service and also didn’t understand it perfectly. As this process is more technological
customers faced difficulties in doing fund transfer, bill payment, online shopping etc. Because of the
high dispute amount as well as lengthiest activation process for services, many customers refused
these services. Many of the customers didn’t understand that how the software works.

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To talk about retail banking it was observed that most of the customer are not concerned about
customer service department, thus they still prefer branch banking.

There were complications inside CBL as well. The customer service executives found the training
session very hard as initially there were not enough instructions provided with the software. They also
faced difficulties to make the people understand what Citytouch is. So, the managers had a lot of
things to cover both inside and outside of CBL. The resolution for challenges for the managers can be
summarized in the following stated ways:

# giving proper training to the customer service executives.

# making the executives learn about all the information and processes about i-banking.

# making the customers feeling motivated to use Citytouch.

# providing the customers with proper instructions in the web portal.

# giving a proper guideline to the customers for using Citytouch.

3.2 ACADEMIC PREPARATION

I have used my academic knowledge at my job field too. I have been given a good number of tasks
throughout my whole internship program which was completely new to me. So it was very tough at
the same time very much learnable to me. Though it was very much troublesome but I have used my
academic knowledge to overcome these situations. I learnt how to maintain relationship between
seniors and juniors, superiors and fellows in my MBA program. So this practice helped me to
maintain a good balance in my office during my internship period with my peers, supervisors and
clients. In my MBA program I was taught about corporate hierarchy and provided other practical
knowledge which was very much useful in my internship tenure.

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4 Ratio Analysis of The City Bank ltd

4.1 Profitability Ratios:

Return on Assets (net income/total assets)

Particulars 2013 2012

Net income 490227417 794453815

Total asset 147559557572 130313873725

Ratio 0.68% 0.62%

Interpretation:
The return on asset are increase from 2012 to 2013.The ratio 2012 and 2013 is not satisfactory, we
know that the ideal value is 10% or above. The ratio is bellow ideal value.

Asset Turnover (sales or revenue/total assets)

Particulars 2013 2012

Sales/revenue 111717843 85979432

Total asset 147559557572 130313873725

Ratio 7.5 6.5

Interpretation:
The ratio is increase from 2012 to 2013.It is satisfactory level.

Return on Sales, (aka profit margin percent) (net income/sales)

Particulars 2013 2012

Net income 490227417 794453815

sales 111717843 85979432

Ratio 4.3% 9.2%

Interpretation:
Return on sales are decrease from previous year.

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Assets-to-Equity (total assets/stockholder’s equity)

Particulars 2013 2012

total assets 147559557572 130313873725

stockholder’s equity 18525125438 1796254312

Ratio 7.9% 6.6%

Interpretation: the assets-to-equity ratio is an indirect measure of a firm's liabilities.we see it is

increase the previous year.

Return on Equity (net income/stockholder’s equity)

Particulars 2013 2012

Net income 490227417 794453815

stockholder’s equity 18525125438 1796254312

Ratio 2.5% 0.08%

Interpretation: Return on equity is increase by 2.5% from the previous year.

4.2 Efficiency Ratios:

A/R Turnover Rate (sales/accounts receivable)

Particulars 2013 2012

sales 111,717,843 85,979,432

accounts receivable 3,317,839,103 2,823,746,068

Ratio 0.03time 0.03time

Interpretation: Account receivable ratio are same both tow year and our ideal value time 6to 4
time.

Fixed Asset Turnover (sales/average fixed assets)

Particulars 2013 2012

sales 111717843 85979432

average fixed assets 6851347627 5957809664

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Ratio 0.02% 0.01%

Interpretation: Fixed asset turn over almost same the previous year.

4.3 Leverage Ratios:

Debt Ratio (total liabilities/total assets)

Particulars 2013 2012

total liabilities 129,365,547,214 112,261,858,498

total assets 147559557572 130313873725

Ratio 0.88% 0.86%

Interpretation: Debt ratio are increase the previous year by .02% .

Debt-to-Equity Ratio (total liabilities/stockholder’s equity)

Particulars 2013 2012

total liabilities 129,365,547,214 112,261,858,498

stockholder’s equity 18525125438 1796254312

Ratio 6.9% 6.2%

Interpretation: Debt equity is increased the previous year.

Times Interest Earned (earnings before interest and taxes/interest expense)

Particulars 2013(taka million unless 2012(taka million unless

specified) specified)

EBIT 1806 1763

interest expense 8593 7673

Ratio 0.2% 0.2 %

Interpretation: The ratio indicates how many times a company could pay the interest with its before
tax income. We can see the time interest earned is same both year.

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4.4 Liquidity Ratios:
Current Ratio- (current assets/current liabilities)

Particulars 2013 2012

Current assets 3638650851 325060684

Current Liabilities 3471541241 3731841024

Current Ratio 1.04 0.87

Interpretation: The current ratio 2012 and 2013 is not satisfactory, we know that the ideal
value is 2:1 .The ratio is bellow ideal value.

Working Capital (current assets – current liabilities)

Particulars 2013 2012

Current assets 3638650851 3250606814

Current Liabilities 3471541241 3731841024

Working Capital 167109610 -481234210

Interpretation: The working capital is more than the previous year.

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5.1 LESSONS LEARNED FROM THE INTERNSHIP PROGRAM

During three months internship period I have learned lots of things regarding retail banking. Few of
them are listed below:

o Account opening
o Issuing check book to account holders
o Requirements to become an account holder
o Requirements for retail’s special deposit
o Requirements for loan
o How to deposit money into the bank
o Considerable factors to invest money in potential sector
o How to close an account
o Issuance of credit card,
o What are the basic reasons to dishonoring a Cheque. And other important retail banking
issues.

There were some behavioral issue which I have leaned throughout my internship program which may
help in my further career growth.

 Team work: Team work is a very big issue. As a professional I need to be very cordial to
my teammates to be successful. I always should try to be within the group and work within
the group. At the end of the day, team success will be my success.
 Updating Myself: I always should look for updating myself to get efficiency in my
profession. Learning and gathering knowledge may post myself in better position.
 Showing Utmost Dedications: Whenever I didn’t understand of any work or I didn’t
understand what to do now, just sitting idle- I have to speak up and ask my supervisor right
away about my course of action for the time.
 Ownership of work: In office work, ownership is a vital fact. There will be a job profile
but if someone wants to get success s/he needs to take ownership of work. A work should be
accomplished and shouldn’t be left out for any reason.
 Motivation: Motivation is a must. Because without it synergy can’t be brought. Motivation
can leads to performing the job efficiently and effectively.
 Concentration, Efficiency and Effectiveness: These are mandatory as without this
someone will take more and more time to finish a task.
 Hard working: Hard working is an obvious thing to get success in life.

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 Learning from co-workers: Quick learning is a must in any sort of thing; otherwise it will
just annoy the other person. I have to act and response quickly but smoothly in my internship
period too. How to act, response, talk, following corporate culture, values, timeliness, meeting
deadline etc. are some essential qualities one need to have or have to quickly adapt with.
Knowing company history is also important and knowing as details as possible about the
company is an advantage.
 Exchanging Greetings: To exchange greetings always adds an extra value and positive
thoughts to others. It helps to get cooperation from others easily.

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6.1 CONCLUSION
As an organization, the City Bank has earned the reputation of one of the top banking institution in
Bangladesh. The organization is much more structured compared to any other bank, local or foreign in
Bangladesh. It is relentless in pursuit of business innovation and improvement. It has a reputation as a
partner of consumer growth.

With a bulk of qualified and experienced human resource, City Bank can exploit any opportunity in
the banking sector. It is pioneer in introducing many new products and services in the banking sector
of the country.

Accordingly City Bank recently has started its journey in Retail Banking. Understanding customers’
savings trend and market demand the bank launched centralized banking, retail banking customer
service department, Citytouch inter banking to satisfy needs and wants of retail customers. Lots of
new project is in process and taken account by CBL management.

During my three months internship I have attempted to enrich my knowledge as much as possible that
would be beneficial to develop my carrier positively. Though all departments & sections are covered
in the internship program, it’s not possible to go into the depth or each activities of division because
of fear of disclosure & time limitation. So, objective of this internship program did not fulfill with
complete satisfaction. However, highest effort has been given to achieve the objectives the internship
program.

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6.2 RECOMMENDATIONS

After analysis of all gathered information and other relevant documents, I may recommend CBL
authority that:

1. At present CBL perform business activities through 117 branches but they should open more
branches in order to reach to more customers specifically in rural areas.
2. Account opening procedure is too much critical but it should be easier otherwise people will
be reluctant to open an account with CBL.
3. CBL need to increase now of ATM booth and maintain ATM booths more efficiently.
4. ATM service of the bank is completely dissatisfactory that’s why they should improve ATM
service.
5. More marketing and promotional campaign should be conducted to popularize the retail
banking activities.
6. Branches should be more efficient in serving customers.
7. CBL interest rate and charges are not still satisfactory for both asset and liability products, it
should be adjusted to the market rate.
8. All the customer service point should be more smart and fast.
9. CBL should listen carefully to their customer’s problem and take immediate action. CBL has
a strong brand image so they should maintain this image.
10. Some advertisement and promotional activities can be accomplished on Retail banking
Customer Service Department.

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6.1 Some specific ideas to Management of CBL to face the Concurrent
challenges
As a part of our preparing report we have to offer some ideas to the company to face the challenge.
After completion of report I found some ways which can be effective for the CBL to manage the
concerned employees as well as the customers. Those ideas are stated below:

i. Managers can arrange frequent meetings to remove the confusions of executives.

An executive of the department holds the key to achieve superior customer service excellence. They
are the ultimate service provider. Thus, if they remain confused and have less idea or information
about this important conception the company then they may face severe problems.

ii. Managers can arrange proper training session for the executives under the
supervisors.

Retail Banking is a very complicated area of banking. To understand this area of banking properly, it
requires adequate training. So, if the executives don’t have knowledge over operation of the retail
banking, they may face complications to instruct the customers over e-mail or phone.

iii. Managers can take the help of media to familiarize retail banking customer service
department.

Media is the best way of marketing and branding according to the specialist. As CBL is a business
organization it can take the help of media in marketing of its services and products. The people will
come to know more about their services through it and they will also get a clear idea about how retail
banking customer service department works. CBL can also prove to the customers that they are more
customer concerned than other organizations.

iv. Managers can ask the IT department to develop an easy sequence to use the
Citytouch.

The customers get confused when they get the software of Citytouch services through e-mail. A
guideline to install the software and requirements to install the software is always provided to them.
But customer service department have to receive many calls about their confusions in a day and they
also have to remove the confusions of the customers over phone or e-mail. If the IT department can
build an easy process to install the software may be it’ll be very good for both the customers and
customer service department.

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v. Management should work on reducing customer’s dissatisfaction on Citytouch

Currently Citytouch is having frequent technical malfunctions. As consequences, customers are facing
dispute transaction; log in problem which leads to dissatisfaction. Also Citytouch service delivery
process is very lengthy. Therefore, management should work on to remove these malfunction to earn
customer loyalty.

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REFERENCES
References Book
Anthony Robert N. (2000), Management Control System, Tenth Edition, New Delhi, Tata McGraw-
Hill.

Faruki, K. & Saima, K. (2006) “Higher Secondary Banking & Insurance” (Correction Edition), Amin
new offset press. Banglabazar / Dhaka.

Rose Peter S. (2005), “Commercial Bank Management” Fifth Edition, New York, McGraw-Hill/Irwin.

Company Website

www.thecitybank.com.bd

Annual Report

Annual Report of City Bank Ltd. (2013,2012).

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